تقرير CCWBE

LCDC is continually seeking opportunities to unify our cohorts and strengthen collaboration across all levels of engagement. Over the past month, we have made considerable progress in integrating Cohort 1 and Cohort 2 by facilitating joint meetings that foster synergy and shared learning. These meetings have allowed both cohorts to engage more actively with one another, creating a more cohesive group dynamic that leverages the experience of Cohort 1 members alongside the fresh perspectives of Cohort 2 participants. This synergy has been instrumental in driving our collective efforts to achieve community wealth-building goals, particularly within the Lifting Lawndale initiative. Additionally, as a culmination of our intensive summer canvassing efforts, we successfully hosted a Back to School Bash, which brought together the local community for a day of celebration and outreach. This event, supported by interns who participated in the canvassing, featured the distribution of backpacks filled with school supplies, as well as food, games, and live music. The Bash served not only as a community-building event but also as a way to further promote our cooperative workshops and other LCDC programs. The participation and energy from this event have set the stage for deeper community engagement as we head into the fall, with plans to convert the excitement from the Bash into ongoing involvement in our worker cooperative efforts.

LCDC experienced some constraints during the reporting period due to the demands of our intensive summer canvassing efforts. While these activities were essential for increasing community engagement and visibility, they significantly limited the time available to dedicate to critical programmatic development. The current size of our staff further compounded this challenge, as our administrative capacity is stretched thin. With a small team managing both day-to-day operations and outreach efforts, it has been difficult to consistently focus on building and refining programs on an ongoing basis. This constraint has highlighted the need for additional resources and staffing to balance outreach with the development of sustainable programs. Although our team is committed to delivering impactful services, the limited capacity has sometimes hindered our ability to expand or deepen certain initiatives. Going forward, we aim to explore strategies for streamlining administrative tasks and possibly securing additional funding or partnerships to support program development while continuing our essential community outreach.

LCDC effectively capitalized on the momentum generated by our summer canvassing efforts to begin designing a more targeted and structured post-canvassing outreach strategy. This new approach is aimed at converting the awareness and initial interest gained during canvassing into active participation in our worker cooperative workshops. The canvassing campaign provided valuable insights into community needs and engagement levels, which we are now leveraging to craft an outreach plan that directly funnels interested individuals into our cooperative development programs. Our objective is to build a repetitive, scalable outreach process that consistently delivers high-level results. By creating a streamlined and sustainable system, we aim to engage more members of the community on an ongoing basis, ensuring that our workshops continue to grow in participation and impact. This new outreach initiative will focus on maintaining the connections established during canvassing, offering personalized follow-ups, and creating continuous touchpoints with potential participants to foster deeper involvement in our worker cooperative efforts. Ultimately, we are committed to developing a robust pipeline that nurtures community members' interests and drives them toward active participation in our cooperative workshops and initiatives.

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